washington county executive committee2 3 washington county executive committee2 3 ... the adrc has...
TRANSCRIPT
WASHINGTON COUNTY 1
EXECUTIVE COMMITTEE 2
3
Courthouse Government Center March 31, 2014 4
West Bend WI 9:00 a.m. 5
6
Present: Herbert Tennies, Mark McCune, Paul Ustruck, Rick Gundrum, and Daniel Stoffel. 7
8
Also Present: County Manager Joshua Schoemann, County Attorney Kim Nass, County Clerk 9
Brenda Jaszewski, Finance Director Susan Haag, County Board Supervisors Michael Bassill, 10
Ralph Hensel, Marilyn Merten, Robert Milich, and Peter Sorce. 11
12
Chairperson Tennies called the meeting to order at 9:00 a.m. and read the affidavit of posting. 13
14
MINUTES 15
Moved by Mr. Stoffel, seconded by Mr. Ustruck to approve the minutes of March 7, 2014, as 16
presented. Motion carried. 17
18
APPOINTMENTS 19
The Committee discussed the appointment process of the various boards and committees and 20
requested the Chairperson provide additional background information on each candidate when 21
appointments are brought to this Committee and the County Board. 22
23
Moved by Mr. Ustruck, seconded by Mr. Stoffel to approve the appointment of Dennis Melvin to 24
the Ethics Board for a three-year term effective April 15, 2014, through April 18, 2017, and 25
forward to the County Board. Motion carried with Mr. McCune voting no. 26
27
Moved by Mr. Ustruck, seconded by Mr. Tennies to approve the appointment of Leslie Borman 28
(citizen member) to the Human Services Board for a three-year term effective April 16, 2014, 29
through April 18, 2017, and forward to the County Board. Motion defeated with Mr. Gundrum, 30
Mr. McCune, and Mr. Stoffel voting no. 31
32
ORDINANCE AMENDMENT - COUNTY MANAGER OVERSIGHT OF 33
DEPARTMENT HEADS 34
Moved by Mr. McCune, seconded by Mr. Stoffel to approve the ordinance amendment to §4.01 35
and §4.09 of the County Code changing the Human Resources Director appointment authority to 36
the County Manager, and forward to the County Board. Motion carried. 37
38
CONSIDERATION AND POSSIBLE REVISION TO COUNTY INTERNET ACCESS 39
PRIVACY POLICY 40
Appearance: GIS Manager Eric Damkot, and Register of Deeds Sharon Martin 41
42
Ms. Nass explained that the County’s current Internet Access Privacy Policy does not allow for 43
searching by name or grantor/grantee, for land records maintained by GIS and the Register of 44
Deeds, unless there is a contractual agreement. Ms. Martin explained that the Register of Deeds 45
receives revenues from these annual contracts. It was suggested that if the County were to 46
Executive Committee March 31, 2014 Page 2 of 4
change the policy to allow searching land records by name, consideration should be given as to 1
the timing of the policy change due to these annual contracts. The Land Information Council 2
will be reviewing this policy and making a recommendation at their meeting on Friday, April 11, 3
2014. The Committee agreed to review this issue after the recommendation from the Land 4
Information Council and the Planning, Conservation, and Parks Committee. 5
6
DISCUSS TRENDS AND ISSUES REGARDING CHAPTER 55 EMERGENCY 7
PROTECTIVE PLACEMENTS AT SAMARITAN HEALTH CENTER 8
Samaritan Campus Administrator Matt Furno, and ADRC Director Linda Olson 9
10
Mr. Schoemann and Mr. Furno informed the Committee of the increase of individuals placed at 11
the Samaritan as Emergency Protective Placements, and the negative financial impact this has 12
had on the facility. Mr. Furno explained that recently, the ADRC has begun to reimburse the 13
Samaritan for the first three days for these individuals. The Committee discussed the issues with 14
reimbursements for Emergency Protective Placements through Title 19 and Family Care and 15
how some of these individuals are at Samaritan for months before eligibility is established. 16
Samaritan is designated as the County’s Emergency Protective Placement facility and cannot 17
refuse to admit these individuals unless they cannot safely care for them, or if these individuals 18
pose a safety risk to other residents. Mr. Schoemann stated that at this point, he is bringing this 19
issue to the attention of the Executive Committee as information only and stated that the County 20
will need to develop a plan for dealing with these individuals. 21
22
Mr. Stoffel was excused at 9:47 a.m. 23
24
MMAC CULTURAL AND ENTERTAINMENT NEEDS TASK FORCE UPDATE 25
Mr. McCune updated the Committee on the MMAC Cultural and Entertainment Needs task force 26
meeting he attended on March 18, 2014. The task force has four different models that could be 27
used for raising funds to handle arts and cultural needs and wants. Mr. McCune stated that the 28
task force has indicated that if additional sales tax is requested, it would be contained to 29
Milwaukee County only. Additional information may be obtained from the MMAC task force 30
website at: www.culturalneedstaskforce.com. The next meeting is scheduled for May 28, 2014, 31
and Mr. McCune will provide another update to the Committee after that meeting. 32
33
DEPARTMENT HEAD RECRUITMENT UPDATE 34
Mr. Schoemann stated that the deadline for applications for the Human Resources Director 35
position was last week Friday, March 28, 2014. The recruiting consultant will narrow the 36
applicants and present approximately 10 - 12 for review by the County. It is anticipated that 37
interviews will be scheduled for the week of May 5, 2014. 38
39
Mr. Schoemann stated that the Human Services Director’s last day will be April 9, 2014. A 40
memorandum will be sent to all County Board Supervisors informing them that the recruitment 41
for this position is tentatively scheduled for after the budget cycle and will begin in late summer 42
or early fall. 43
44
Executive Committee March 31, 2014 Page 3 of 4
The four final candidates for the Planning and Parks Administrator position will be interviewed 1
later this week, with a potential recommendation from the Planning, Conservation, and Parks 2
Committee to the County Board on April 15, 2014. 3
4
Mr. Schoemann has been informed that the Director of the Health Department is planning on 5
retiring some time in May and he will also send Supervisors a memo regarding recruitment for 6
this position. 7
8
SUPERVISOR ORIENTATION DATES AND RELATED INFORMATION 9
Ms. Nass informed the Committee that the initial County Board Supervisor orientation will be 10
Monday, April 7, 2014. This session will focus on the election process for the April 15, 2014 11
organizational meeting for the County Board officers, Transportation Committee members, and 12
Executive Committee members. A second orientation session is tentatively scheduled for 13
Tuesday, April 22, 2014. All elected County Board Supervisors are invited to attend both 14
orientation sessions. The Committee would like Mr. Schoemann to give his PowerPoint 15
presentation regarding the County Manager’s role at the April 22, 2014 orientation session. 16
17
RADIO COMMITTEE REPORT 18
Mr. Tennies reported the Radio Communications Committee met on Friday, March 14, 2014 and 19
reviewed the Tusa Consulting report and recommendations. The majority of individuals 20
attending the meeting would like to improve the radio system by incorporating 700 MHZ 21
technology into the current system. In order to do this, some equipment updates would be 22
required. It was noted that even with incorporating 700 MHZ technology, not all of the 23
identified issues will be solved and the County police and fire departments have been made 24
aware of this. It was recommended to have benchmarks for meeting specific, established goals 25
for any proposed system changes or upgrades so that when these goals are met, all individuals 26
are aware the project is complete. 27
28
WISCONSIN COUNTIES ASSOCIATION (WCA) REPORT 29
Mr. Tennies stated that he attended the WCA Board of Directors meeting two weeks ago, and it 30
was announced that there will be three retirements on Board. Consideration is being given to 31
combine the annual WCA conference with the UW-Extension conference in 2015. Mr. Tennies 32
stated that a report from the National Association of Counties (NACo) was given regarding the 33
placement of inmates in the County jails. Senator Leibham from Sheboygan reported on 34
legislative issues. The WCA Board also discussed proposed licensing certification for certain 35
elected officials, specifically coroners, and will continue this discussion at future meetings. Mr. 36
Tennies has the complete WCA report for any Supervisor who may be interested. 37
38
NEXT TENTATIVE MEETING DATE 39
The next Executive Committee meeting is tentatively scheduled for Tuesday, April 29, 2014, at 40
9:00 a.m. 41
42
Mr. Tennies recessed the meeting at 10:14 a.m. and reconvened at 10:29 a.m. 43
44
CLOSED SESSION 45
Executive Committee March 31, 2014 Page 4 of 4
Moved by Mr. McCune, seconded by Mr. Gundrum to convene in Closed Session at 10:29 a.m., 1
pursuant to §19.85(1)(e), Wis. Stats., deliberating or negotiating the purchasing of public 2
properties, the investing of public funds, or conducting other specified public business, whenever 3
competitive or bargaining reasons require a closed session, specifically, to discuss status of 4
Facilities Management contract. Motion carried unanimously by roll call vote. 5
6
OPEN SESSION 7
Moved by Mr. McCune, seconded by Mr. Gundrum to return to open session at 10:47 a.m. 8
Motion carried unanimously by roll call vote. 9
10
ACTION ON ITEM DISCUSSED IN CLOSED SESSION 11
There was no discussion or action taken regarding the closed session. 12
13
ADJOURNMENT 14
Moved by Mr. McCune, seconded by Mr. Ustruck to adjourn the meeting at 10:47 a.m. Motion 15
carried. 16
17
18
19
Brenda J. Jaszewski, County Clerk 20
2.41(AM 99-45) EXECUTIVE COMMITTEE. The Committee shall consist of the County Board Chairperson who
shall be Chairperson of this Committee, the First Vice Chairperson, the Second Vice Chairperson and 2 County Board
members elected by the County Board at the April organizational meeting held in even numbered years. The duties of this
Committee shall be:
(1)(AM 99-45) To advise the County Board Chairperson with regard to all appointments to committees, boards and
commissions.
(2)(AM 99-45) To review proposed State and Federal legislation, to report on the same to the County Board and to
appear in support or opposition to pending State legislation with regard to any matter not under the direct authority of a
particular County Board Committee, Commission or Board.
(3)(AM 99-45) To determine the scope and nature of recruitment efforts, prescreen candidates and make a
recommendation to the County Board for vacancies in the Office of County Clerk, County Treasurer, Administrative
Coordinator and County Board Supervisor, subject to the authority of the County Board members to nominate candidates under
the Rules of Order.
(4)(AM 99-45)(AM 01-49) To recommend a candidate or candidates to the Governor for vacancies in the Offices of
Sheriff and Register of Deeds or to the Circuit Court Judges for a vacancy in the Office of Clerk of Courts.
(5)(AM 99-45) To assist the Chair in maintaining the internal discipline of the County Board by investigating at the
request of the Chair the conduct of County Board Supervisors which may be contrary to the State and County Code of Ethics,
including, but not limited to, leaks of confidential information from closed sessions, disclosure of confidential information
received by the County Board Supervisor in his or her capacity as a Board member or member of any County Committee,
Commission or subservient Board or any other conduct which brings discredit upon the Washington County Board of
Supervisors. Based upon the results of any such investigation, the Committee shall
recommend appropriate action to the full Board, including censure, discipline or removal to the extent permitted by law, and
may recommend pursuit of ethics prosecution to the appropriate prosecuting authority. Nothing in this subsection shall be
construed to convey rights to any person other than a County Board Supervisor to file complaints with the Executive
Committee nor shall this subsection be construed to extend any hearing or appeal rights to any person.
(6)(AM 99-45) To resolve jurisdictional conflicts between and among Committees and to recommend changes in the
Rules of Order and County Code to rectify any conflicts, and, where necessary, to request an opinion of the County Attorney's
Office with respect to jurisdictional conflicts. This subsection shall not be construed to authorize the Executive Committee to
review the decisions of other Committees, except where serving in a liaison function under this Code.
(7)(AM 99-45) To propose changes to the legislative and administrative structure of the County Board, its
departments, offices and agencies, and to direct the drafting of resolutions and ordinances to that effect.
(8)(AM 99-45) To serve as the Liaison Committee where no other liaison is provided by this Code or the Statutes.
(9)(AM 99-45) To meet from time to time with the heads of Washington County departments and Liaison Committees
to discuss and review department and Committee structure and authority.
(10)(AM 99-45) To investigate all matters referred to it by the County Board and to prepare a report to the County
Board on such matters.
(11)(AM 99-45) To study these Rules of Order and to make recommendations to the County Board for necessary
amendments.
(12)(AM 99-45)(AM 05-3)(AM 06-5) To serve as Liaison Committee over the following:
Administration
County Attorney
County HOME Program Committee
County Library Board
Economic Development Corporation
Federated Library Systems Board
WOW Manpower Policy Board
(13)(AM 99-45) To assist the Administrative Coordinator in the preparation of a comprehensive 5 year capital,
operational and fiscal plan covering all County departments and agencies. The plan's format shall be compatible with the then
current County budget format and shall specifically address prior plans, and how the goals and objectives of any prior plans
have been met.
To: Department Heads
From: Joshua Schoemann, County Manager
Date: 16 April 2014
Subject: 2015-2019 Capital Improvement Plan
Attach: 2014-2019 Capital Improvement Plan Summary; Proposed CIP
Policy; Example Capital Improvement Forms
This memo is to inform you that all departments have the opportunity to identify
needed capital projects, for the years 2015-2019, between now and the due date of
May 23, 2014. Liaison committees need to be informed of requests submitted by
that date, with their authorizing motion and any refinements by June 05. The
requests received by the Administration Department will be considered by the
Executive Committee in updating the County Capital Improvement Plan for 2015-
2019.
As you will note from the memorandum subject line, as well as the first
paragraph, this year’s Capital Improvement Program (CIP) will result in a five (5)
year plan, rather than a six (6) year plan as in years past. Given this important
change, your planning should largely consist of reviewing and updating
previously requested projects. While new projects may be considered, the
number of such projects should be limited, and in such cases should be of
necessity. Generally speaking, the 2015-2019 Capital Improvement Plan should
be considered a transitionary plan. As we migrate to a new CIP, Plan, and
potentially a Capital Budget, we will work to continue the planning efforts
already initiated, while developing a more efficient and effective platform for the
future.
With that information in mind, as in years past the starting point for this year’s
plan will be the last CIP and your requests for 2014-2019. Enclosed is a summary
of your projects currently included (if any). Also similar to years past, the project
threshold will be $50,000, however, the definition of “project threshold” is
modified as follows:
A project expected to have a useful life greater than 5 years and an estimated cost
of $50,000 or more. Capital projects include the construction, purchase, or major
renovation of buildings, utility systems, or other structures; purchase of land and
major landscaping projects; purchase of machinery or equipment.
This change in definition should not be interpreted to include vehicle replacement,
or similar asset replacement, at this time. Although future CIPs may include such
planning, at this time such items will typically not be included. If you have
specific questions regarding such requests, or a special exception which you
believe deserves consideration, please contact me prior to submitting such a
request.
ADMINISTRATION DEPARTMENT Joshua Schoemann, County Manager
432 E. Washington St. West Bend, WI 53095-7986
Phone (262) 306-2200
FAX (262) 306-2201 WI 1-800-616-0446
Each request must be made on the attached Microsoft Word form. Any projects
submitted which are not on the attached form will not be considered for the CIP.
In addition, please feel free to attach as much support documentation as necessary
to provide both Administration and the Executive Committee with sufficient
information to make an educated decision regarding the request. Additional
information will be requested as needed, but such request should be anticipated by
the requesting department as much as possible. The Executive Committee is
expected to review the requests and recommend plan updates in May, June and
possibly July.
For your convenience, I have attached a copy of the proposed CIP Policy, which
was discussed at both Finance and Executive. While this policy has yet to be
approved, and does not dictate the process which we utilize in 2014, the elements
of the previously referenced threshold definition, along with the prioritization
matrix will be incorporated to a large extent. To that end, the proposed policy
may be referenced as you contemplate whether or not to submit any new projects
for the 2015-2019 plan.
I thank you for your cooperation and patience as we work together toward a more
efficient, effective, economical and equitable (4 E’s) CIP. In the meantime, I
encourage your questions, comments and concerns. Please feel free to contact me
at your convenience.
JS
WASHINGTON COUNTY
CAPITAL IMPROVEMENT PROGRAM
I. PROJECT OVERVIEWS REVISED 8/27/2013
Department: ADMINISTRATION/FACILITY MANAGEMENT
Project Title: Facility Projects
Project Description: An annual funding allocation from the county sales tax of $400,000 is
identified for use to address larger facility projects with highest priority.
Project Justification: Without a continuing program of scheduled repairs and upgrades, facilities develop
operating problems, repairs become more serious, facilities are put at risk, and the
county loses control over the timing of funding capital improvements. Use of sales
tax funds for major outlay reduces the amount of funding required for this purpose
from either borrowing or from the operating budget. Some projects scheduled for
2014 are a roof replacement at Sheriff’s Dept., chiller replacement at Old Court-
house, additional parking at UWWC, and arc flash hazard analysis for all sites.
Estimated Capital Cost: $2,400,000
Cost by Year: 2014 $400,000 2017 $400,000
2015 $400,000 2018 $400,000
2016 $400,000 2019 $400,000
Department: ADMINISTRATION/FACILITY MANAGEMENT
Project Title: Facility Projects at Fair Park
Project Description: An annual funding allocation from the county sales tax of $100,000 is
identified to maintain the infrastructure of existing buildings and grounds, phasing
projects with the highest priority first.
Project Justification: Because of the poor condition of roadways and lots, the priority continues to be
phased implementation of the asphalt repair plan. One lot is designated for regrind
and relay of asphalt for 2014. Flooring replacements are also designated for
Pavilion meeting rooms 112 and 114.
Estimated Capital Cost: $600,000
Cost by Year: 2014 $100,000 2017 $100,000
2015 $100,000 2018 $100,000
2016 $100,000 2019 $100,000
Department: PLANNING & PARKS
Project Title: Park Development
Project Description: This capital plan allocates sales tax revenues annually to be used to make planned
improvements to the county park system.
Project Justification: These sales tax funds are for park development; borrowing would fund any park
acquisitions that may be Board approved. Development of parks increases their use
and enjoyment by county residents and visitors. For 2014 $200,000 goes to pay off
golf course debt. The annual project fund was reduced by $100,000 for 2013 and is
further reduced for 2014 and 2015.
Estimated Capital Cost: $2,100,000
Cost by Year: 2014 $200,000 2017 $400,000
2015 $300,000 2018 $400,000
2016 $400,000 2019 $400,000
REVISED 1
Department HIGHWAY
Project Title: Highway Road Projects
Project Description: The capital plan has allocated $1.5 million of sales tax revenues annually to be used
to further improve the condition of roads and bridges in the county highway system
without imposing these costs on the property tax.
Project Justification: With projected population growth and economic development in the county, it is
important to continue to maintain and improve the highway infrastructure. The
annual allocation proposed allows the County to anticipate these capital
expenditures and finance them at an acceptable cost. This plan contributes to an
average of 9.8 miles of highway resurfacing or reconstruction each year, as required
for a 20-yr lifecycle for the 186 mile system. For 2014 the largest project is
reconstruction of CTH P from CTH PV to CTH NN West (Rusco Road).
Estimated Capital Cost $9,000,000
Cost by Year: 2014 $1,500,000 2017 $1,500,000
2015 $1,500,000 2018 $1,500,000
2016 $1,500,000 2019 $1,500,000
Department: ADMINISTRATION
Project Title: Economic Development Impact Revolving Loan Fund
Project Description: Add to revolving loan fund to leverage growth of existing businesses within county
Project Justification: To supplement the funding and program limitations of the CDBG based revolving
loan fund, the Impact RLF is available for project loans to support growth of local
business and job creation. As with the original RLF, county funds supply gap
financing for business expansions that will also be supported by bank loans.
Applications are through EDWC and are evaluated by an experienced RLF
committee. The first loan of $500,000 was awarded in 2013, allowing Cambridge
Major Labs to open new capacity full-scale pharmaceutical manufacturing here. .
Infusion of planned funds in future years will depend on successful use of funds
budgeted by the County to date.
Estimated Capital Cost: $3,000,000
Cost by Year: 2012 $1,000,000 2014 $500,000 2016 $500,000
2013 $500,000 2015 $500,000
Department: ADMINISTRATION
Project Title: Economic Development Attraction Fund
Project Description: Continue a fund to attract interested businesses into the county
Project Justification: The first Attraction Fund project was in the form of a $500,000 gap funding loan to
an Illinios company, Nova-Kem, to expand into the County in 2012. Supplementing
a $6.8 million investment by the company, the expected result will be active use of
a previously vacant special use chemical production facility and the creation of 48
new full-time, quality positions over the next three years. Adding to this Fund in
the next three years, will strengthen this tool for EDWC to market to qualified
businesses. Either grants or loans may be issued from this Fund, depending on the
size and quality of the business growth. Commitment of money from this Fund
requires specific County Board action, following the recommendation of the
EDWC Revolving Loan Fund committee.
Estimated Capital Cost: $2,500,000
Cost by Year: 2011 $500,000 2014 $500,000 2016 $500,000
2013 $500,000 2015 $500,000
2
Department: FINANCE
Project Title: Network Infrastructure Replacement
Project Description: Replace all I.S. network hardware that cables plug into (not the cabling)
Project Justification: Equipment is located in 32 wiring closets in nine County buildings as well as
UWWC, Youth Treatment, and other remote locations. Upgrades will be needed
because replacement parts and support will not be available on the essential net-
work equipment. New equipment has greater capabilities and higher speeds,
required by some departments’ applications supported on the network. The alter-
native funding method would be to borrow and charge back departments over time.
Estimated Capital Cost: $600,000
Cost by Year: 2014 $600,000
Department: FINANCE
Project Title: Debt Payment – Callable Bonds
Project Description: Final principal payments on 2007 G.O. Promissory Notes
Project Justification: To reduce County indebtedness, several projects were reviewed for either
refinancing or early payment of principal. The next project with callable bonds is
from borrowing done to fund a part of the Radio System Project. By paying of the
remaining principal payments for 2015-2017 without the costs of refinancing,
interest savings to the County will be about $88,000.
Estimated Capital Cost: $1,535,000
Cost by Year: 2014 $1,535,000
Department: SHERIFF
Project Title: Outdoor Shooting Range
Project Description: Permanent improvements to the Outdoor Range and Training Area at Heritage
Trails County Park
Project Justification: In coordination with the Planning & Parks Department, work continues to improve
an outdoor shooting range in the gravel pit area of this county park. Ranges of 25
feet and 100 feet have been completed. Funds planned for 2014-15 will allow for
development of the site for improved use based on the master plan. Improvements
better serve the training needs of law enforcement officers in the county, confirm
this as a location to be used for the shooting range for many years, and increase the
safety of operations at this site.
Estimated Capital Cost: $450,000
Cost by Year: 2008 $100,000 2014 $200,000
2010 $100,000 2015 $ 50,000
REVISED 3
Department: SAMARITAN
Project Title: Samaritan RCAC Units and Adult Day
Project Description: 40-unit addition to Assisted Living offerings with Adult Day Care Center
Project Justification: These apartments would complement the current campus service offerings. They
would serve primarily low to moderate income individuals. The project has been
identified and included in the Capital Plan to communicate that it is a potential
future project. A feasibility study has confirmed the community need for these
services. Turnover in the Campus Administrator position and questions about
delays in Family Care reimbursements led to moving this possible project back..
Financing for the project would be through borrowing and repayment from
Samaritan/ Fields enterprise fund, not sales taxes.
Estimated Capital Cost: $9,000,000
Cost by Year: 2016 $9,000,000
Department: HIGHWAY
Project Title: Raze Old Slinger Highway Building
Project Description: Plan, perform asbestos abatement, and demolish the original Slinger Highway Shop
that was constructed over 80 years ago, abandoned in 2005 with the opening of the
new building.
Project Justification: The old building is beyond any practical use and poses a physical and environ-
mental threat. The structure contains a significant amount of asbestos that must be
removed prior to building demolition. As the physical condition of the building
degrades, collapses are a risk that would complicate and increase the cost of
asbestos removal. Removal of the old building will allow for needed asphalt
maintenance that has been delayed awaiting that clearing.
Estimated Capital Cost: $200,000
Cost by Year: 2014 $200,000
Department: COUNTY CLERK
Project Title: Election Voting Equipment
Project Description: Replace all voting equipment used by the County and all municipalities with
standardized digital equipment using paper ballots that meets Federal requirements
Project Justification: Current voting equipment is 1991 technology Optical Scan, increasingly failing and
with new memory cards becoming unavailable. Having all municipalities using the
same election equipment is important for both fiscal and quality (accuracy and
timeliness) reasons. An added advantage of the digital technology is that there is a
stored image of every ballot cast. While the County needs to be prepared to direct
the project and provide most of the funding, some consistent level of shared
funding with all municipalities will be expected at a 20% share, with repayment to
the County over a number of years.
Estimated Capital Cost: $465,000
Cost by Year: 2014 $ 46,000
2015 $419,000
REVISED 4
Department:
SHERIFF
Project Title: E911 Equipment Replacement
Project Description: Replace analog LL100 system which receives, analyzes, and routes incoming 911
phone calls with an IP based digital system
Project Justification: Effective March 2015 the LL100 system will be at manufacturer’s end of life.
Maintenance agreements on the current system will expire. AT&T will only
provide maintenance for 911 systems which are IP based. Several vendors supply
customer purchased equipment systems. Proposals will be requested when it is time
to issue system specifications, and purchase and install the digital equipment.
Estimated Capital Cost: $267,000
Cost by Year: 2015 $267,000
Department: SAMARITAN
Project Title: Chiller Replacement
Project Description: Replacement of a rooftop chiller that has had failed compressors
Project Justification: Chiller is near the end of its useful life and had 2 of 4 compressors fail, with
subsequent repairs made. The system was switched to glycol and will be kept
running for a few more years, based on the advice of an independent engineering
review. The costs of this project will be repaid from the Samaritan Enterprise Fund
over time.
Estimated Capital Cost: $300,000
Cost by Year: 2017 $300,000
Department: CLERK OF COURTS
Project Title: Branch 5 Courtroom
Project Description: Complete the interior construction of the fifth juried courtroom in the new
Courthouse Justice Center, third floor, built in 2006.
Project Justification: Though there is no specific date for addition of a fifth Circuit Court in Washington
County, it is anticipated not earlier than 2017. Since this space was not immediately
needed, its completion was delayed to reduce costs in the Courthouse Addition
project. The cost estimate of this project was developed in consultation with VJS
Construction, based in part on 2005 bid results, and has been increased to reflect
the eleven year time lag associated with the new schedule.
Estimated Capital Cost: $630,000
Cost by Year: 2017 $630,000
5
Department: SHERIFF
Project Title: Jail Addition – Partial
Project Description: Begin design and funding of next jail addition
Project Justification: The average daily population in-house at the county jail continues to grow along
with the population of the county. From 2010 to 2012 the daily adult population has
been trending up by about 5% each year. Community and service areas of the new
jail were sized to support the addition of cells to its east side when needed.
Sometime after 2019 this addition will be needed. Funds are allocated to develop a
specific plan and begin to save funds toward the total cost of the project, to reduce
the eventual extent of borrowing required.
Estimated Capital Cost: $2,000,000 (planned through 2019)
Cost by Year: 2017 $ 300,000
2018 $ 700,000
2019 $1,000,000
6
2014 2015 2016 2017 2018 2019
Facility Projects 0.400 0.400 0.400 0.400 0.400 0.400
Facility Projects at Fair Park 0.100 0.100 0.100 0.100 0.100 0.100
Park Development 0.200 0.300 0.400 0.400 0.400 0.400
Highway Road Projects 1.500 1.500 1.500 1.500 1.500 1.500
Economic Developmt. Impact RL Fund 0.500 0.500 0.500
Economic Developmt. Attraction Fund 0.500 0.500 0.500
Network Infrastructure Replacement 0.600
Debt Payment - Callable Bonds 1.535
Sheriff's Outdoor Range 0.200 0.050
Samaritan RCAC Units and Adult Day(F)**
9.000
Raze Old Slinger Highway Building 0.200
Election Voting Equipment 0.046 0.419
E911 Equipment Replacement 0.267
Samaritan Chiller Replacement 0.300
Branch 5 Courtroom 0.630
Jail Addition (partial) 0.300 0.700 1.000
Subtotal 5.781 4.036 12.400 3.630 3.100 3.400
Funded by Other Sources (F)^^
(0.057) (9.000) (0.300)
Requested Net County Funding 5.781 3.979 3.400 3.330 3.100 3.400
{after $2.5 m. prior years, avg. per year} 3.42
FUNDING SOURCES 2014 2015 2016 2017 2018 2019
Prior year balance of Sales Tax Revenue>>
3.177 0.996 0.237 0.127 0.157 0.487
Planned from Current Year Sales Tax 2.604 2.983 3.163 3.203 2.943 2.913
USE OF SALES TAXES 2014 2015 2016 2017 2018 2019
Total Estimated Sales Tax Revenue 9.000 9.200 9.400 9.600 9.800 10.000
Allocation for Capital Projects 40% 35% 35% 35% 35% 35%
Budgeted for Capital Projects 3.600 3.220 3.290 3.360 3.430 3.500
**
will be required to authorize construction and borrowing for this project, in addition to the Capital Plan.
Payment of borrowing from bond sales and/or General Fund loan will be from Samaritan Enterprise Fund.
^^ Other funding in 2015 is anticipated repayments by municipalities for a share of election equipment costs
^^ Other funding in 2016-17 is anticipated repayments by Samaritan Enterprise Fund for their projects
>> Prior year sales tax includes estimated $400,000 excess projected for 2013.
7REVISED
WASHINGTON COUNTY
CAPITAL IMPROVEMENT PROGRAMII. Cost by Year and Project - REVISED 8/27/2013
($ in millions)
Samaritan Committee continues to gather information about plans and costs; County Board action
Washington County Wisconsin
Capital Improvement Program Policy
1.0 PURPOSE
To provide an authoritative decision-making process for the evaluation, selection and multi-year
scheduling of public physical improvements based on a projection of available fiscal resources
and the community’s priorities.
2.0 ORGANIZATIONS AFFECTED
Washington County has a substantial investment in buildings, equipment, parks and public
infrastructure. Prudent management of these investments is the responsibility of County
government. In order to fulfill this responsibility but remain within fiscally prudent parameters,
the County has enacted this policy for development of the capital improvement budget. This
policy applies to all capital budgets of the County.
3.0 POLICY
This policy establishes a Capital Improvement Program to:
1. Ensure the timely renewal and extension of the County’s physical facilities
2. Maintain control over the County’s long-term debt in relation to the County’s capacity.
3. Maintain control over use of county sales tax proceeds for capital improvements.
4. Ensure coordinated capital development
4.0 DEFINITIONS
4.1 Capital Improvement Program (CIP)
A comprehensive and systematic program designed to facilitate the planning, budgeting
and funding of all Capital Improvement Projects. This shall include the Equipment
Replacement Program, as well as any projects which meet the below definition(s).
4.2 Capital Improvement Project Threshold
Projects meeting the below definition shall be included in the Capital Improvement
Program document rather than the Operating Budget document, as determined by the
Executive Committee..
A project expected to have a useful life greater than 5 years and an estimated
cost of $50,000 or more. Capital projects include the construction, purchase, or
major renovation of buildings, utility systems, or other structures; purchase of
land and major landscaping projects; purchase of machinery or equipment.
4.3 Capital Improvement Schedule
A summary schedule of all approved capital improvement projects. The program shall
be for a five year period. The program shall be annually revised and projected one year
to allow for changed conditions and circumstances.
4.4 Capital Improvement Plan
A comprehensive planning document including all approved projects in the five- year
Capital Improvement Program. This document will include detailed information
regarding each project, the Capital Improvement Program Project Request Form and
any subsequent attachments and background materials. This document will also include
the Capital Improvement Schedule and the Equipment Replacement Schedule, as well
as funding source information, linkages to other planning documents and other similar
data and analysis.
4.5 Capital Budget
The capital budget includes those projects scheduled for activity and funding in the next
budget year. The capital budget shall be presented annually by the County Manager to
the Executive Committee. After Committee approval the County Manager shall present
to the County Board for their approval. The source of financing for each project in the
budget shall be identified. The capital budget and the Capital Improvement Schedule
shall only include those project costs or portions thereof, that the County is responsible
for funding. This would include grant proceeds received on a reimbursement basis, but
would not include non-local funding for which the County does not need to front the
money.
4.6 Capital Fund
To ensure proper accounting and financial management the County shall create and
maintain a Capital Projects Funds for the purposes of financing and accounting for the
cost of Capital Improvement Projects. These funds shall be accounted for in the
Comprehensive Financial Report of and subject to the annual audit and will be
maintained by the Finance Department.
5.0 SCHEDULE
The schedule for the annual CIP process shall be as follows:
March - CIP Request Forms issued by County Manager
May – Departmental submission of CIP request forms to County Manager.
June and July – County Manager and Finance Director present analysis of available and
acceptable funding levels to Executive Committee
September - Presentation to the County Board of the CIP
October – Adoption of the CIP by the County Board
6.0 PROJECT PRIORITIZATION
As part of the project submittal process, department/division heads shall identify project priorities to help determine which projects are recommended for inclusion in the five-year CIP. The following matrix system shall be used to establish a priority for each project. The system ranks projects in two separate categories and then, through the use of the matrix, ranks the projects as either Level 1 (highest), Level 2 (medium) or Level 3 (lowest) priority. The initial measure of the project’s priority is first established using the following factors:
High
Project is mandated by local, State or Federal regulations
Project is a high priority of the County Board.
Project prevents irreparable damage to existing facilities
Project leverages local funding with other non-local funding sources
Project finishes a partially completed project Medium
Project maintains existing service levels
Project results in increased efficiency
Project reduces operational costs
Project significantly reduces losses in revenue or provides for significant increased revenues Low
Project provides an expanded level of service or new public facility
Project is deferrable Four project criteria are then evaluated to help separate projects with a greater “need”, like Health & Safety issues as compared to new projects that might be more “desired” than “needed”. The four project criteria are summarized as follows: Health/safety
Capital projects that protect the health and safety of the County, its residents, visitors and employees
Maintenance/replacement
Capital projects that provide for the maintenance of existing systems and equipment Expansion of existing programs
Capital projects which enhance the existing systems and programs allowing for expansion of services
New program
Capital projects that allow new programs and services After each project is rated on the priority criteria and project criteria identified above, the project is placed on the grid of the matrix and the rating is determined to be a Level I, II or III.
Note: Prioritization Matrix and description adapted from South Hampton County, VA.
7.0 Executive Committee Criteria
Project rating as established by department/division Head.
Cost in consideration of available funding, including non-local funding opportunities.
Project Benefits in relation to costs: o Projects directly affecting the health and safety of citizens shall have priority over
all other projects o Projects accruing benefits to a larger number of citizens shall have priority over
projects benefiting a smaller number of citizens
Project operating costs - Projects will be evaluated on the basis of additions and/or savings to the County's operating costs
Economic Development Impact - Projects will be evaluated on the basis of their overall impact on the County's economic base, including the likelihood that the project will spur other private and public sector development, create new jobs or assist in retaining current jobs, or otherwise positively impact the County's economic base
Project Readiness - Projects will be evaluated on the ability to move the project expeditiously to completion
Provide a balance of capital expenditures among the various service sectors.
CAPITAL REQUEST
Department
2015-2019
Responsible Person
PROJECT #
PROJECT NAME
CATEGORY
Improvement ______ or Equipment ______
PRIORITY (1 High…5 Low)
Useful Life
DESCRIPTION
JUSTIFICATION
Expenditure Schedule
PRIOR TOTAL
2015 2016 2017 2018 2019 TOTAL
FUTURE TOTAL
Funding Sources
PRIOR TOTAL
2015 2016 2017 2018 2019 TOTAL
FUTURE TOTAL
BUDGET IMPACT/OTHER
Project Fund Balance
PRIOR TOTAL
2015 2016 2017 2018 2019 TOTAL
FUTURE TOTAL
1
Project Title: UPS Battery Replacements
Project Year: 2015
Estimated Cost: $30,000
Location: Public Agency Center (1 Unit) Sheriff’s Department (3 Units)
Funding Source(s): Sales Tax/State Grant (80/20) Project Criteria: Maintenance/Repair (Criteria 2) Project Priority: Priority I (High) Project Description:
There are three Uninterruptable Power Supply Systems (UPS) in the Sheriff’s Department and one in the Public Agency Center. These units provide interim power to critical equipment during the transfer of street power to the generators during a power outage. The units are on a three year battery replacement schedule. A factory authorized service contractor performs routine maintenance on these twice per year. The Units are tested monthly by facilities staff. The units go through a discharge cycle at each outage and each test. Once the battery capacity is reduced below the recommended 80%, the batteries are replaced, based on history the replacements have been put on a three year cycle. There are total of 170 batteries in the 4 units.
Typical UPS System Typical Battery Cabinet
2
Project Title: Public Agency Center Chiller Replacement
Project Year: 2015
Estimated Cost: $225,000
Location: Public Agency Center
Funding Source(s): Sales Tax Project Criteria: Maintenance/Replacement (Criteria 2) Project Priority: Priority II (Medium – Could be postponed for one year)
Project Description:
Chillers that are over 10 years old are good candidates for replacement because there may be refrigerant replacement issues to address and newer models are significantly more efficient. The older types of refrigerants (Class 1 ozone depleting) are no longer produced because of negative environmental impacts. As a result, they are becoming more expensive and difficult to obtain due to strict regulations on handling and storage. The Public Agency Center chiller is 24 years old. The refrigerant that it uses is R22. The conversion or the need to purchase such refrigerant in the future could be costly. The primary use of the chiller at the Public Agency Center is to build Ice banks overnight on off peak electric rate hours. During the peak rate times during the day, the air handlers draw cold water off of the ice banks for their cooling coils.
This project would specify the replacement of the chiller with a model similar to the YORK YVAA High Efficiency, air cooled scroll chiller with variable speed drive. A unit like this should realize energy savings and eliminate the risk of having to address the unavailable refrigerant should a loss on the existing chiller occur.